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eBusiness in Canada 2013: Pushing beyond "Good Enough"

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Why is Canada ranked as a global eBusiness “Player”, but not a “Leader” among G20 countries? Are Canadian businesses, rather than Canadian consumers, holding back eBusiness development in Canada? And what are some of the specific challenges and opportunities from the perspective of the Canadian eBusiness / eCommerce Manager?

In the winter of 2013, ePath Consulting conducted a survey of Canadian eBusiness / eCommerce Managers to gain insight into some of these questions. The survey was also created to help shape the development of the new eBusiness / eCommerce Management Certificate program at the University of Toronto’s School of Continuing Studies – a unique professional development program to help Canadian eBusiness Managers better compete with their global peers.

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eBusiness in Canada 2013: Pushing beyond "Good Enough"

  1. 1. eBusiness  in  Canada:     Pushing  beyond  “good  enough”  How  Canadian  eBusiness  Leaders  are  preparing  to  meet   global  compe==on     March  2013   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     1  
  2. 2. Why  this  Survey?  Why  now?  In  a  landmark  2012  report1,  the  Boston  Consul=ng  Group  sized-­‐up  the  $4.2  Trillion  growth  opportunity  of  the  eBusiness  industry  sector  across  the  G-­‐20.  Based  on  measures  such  as  %  of  GDP  and  annual  growth  rates  of  the  eBusiness  sector,  Canada  was  determined  to  be  a  “Player”,  not  a  “Leader”,  ranking  significantly  behind  countries  such  as  the  UK  and  the  US.    This  despite  the  fact  that  Canadians  consume  more  online  content  per  capita  than  any  na<on  in  the  world2;  despite  almost  half  of  Canadian  internet  users  indica=ng  that  they  have  engaged  in  eCommerce2.    So  where  is  the  disconnect?  A  Federal  Government  report2  alludes  to  an  underinvestment  by  Canadian  businesses  in  ICT  solu=ons.  Are  Canadian  businesses  holding  us  back?  If  so,  how?    To  gains  some  insight,  ePath  conducted  this  survey  of  Canadian  eBusiness  and  eCommerce  managers,  including  some  of  the  largest  and  most  prominent  Canadian  eBusinesses.    1  the  Internet  Economy  in  the  G-­‐20.  The  Boston  Consul:ng  Group.  March  2012  2  Ecommerce  in  Canada:  Pursuing  the  Promise.  Report  of  the  Standing  CommiEee  on  Industry,  Science,  and  Technology.  May  2012   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     2  
  3. 3. Survey  Methodology  A  snapshot  of  Canada’s  eBusiness  and  eCommerce  enterprises,  with  primary  focus  on  mid-­‐size  and  large  organiza=ons.   Who:   •  69  eBusiness  Mgrs.  with  financial  or  opera=onal  accountability  for  some  or  all   elements  of  their  online  business  within  their  Canadian-­‐based  company  or   business  unit   When:   •  Survey  was  taken  between  Dec  2012  and  Jan  2013   How:     •  Online  na=onal  survey,  by  invita=on,  averaging  23  minutes  in  length   Company  Size   Company  Type   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     3  
  4. 4. ePath  and  UofT  SCS  In  2012  ePath  was  tasked  by  University  of  Toronto  School  of  Con<nuing  Studies  (SCS)  to  develop  a  cer=ficate  program  in  eCommerce  /  eBusiness  Management  for  business  professionals3.      The  results  of  this  survey  will  be  used  to  shape  the  eBusiness  /  eCommerce  Management  program  at  the  University  of  Toronto  SCS,  and  to  help  both  current  and  future  eBusiness  /  eCommerce  managers  beFer  compete  and  excel  in  the  global  marketplace.    ePath  is  a  Canadian  eBusiness  strategy  consultancy  focused  on  improving  the  online  performance  of  medium-­‐sized  and  large  eBusinesses.        www.epathconsul=ng.com      epath@epathconsul=ng      @epathconsul=ng        3    hEp://learn.utoronto.ca/courses-­‐programs/business-­‐professionals/cer:ficates/cer:ficate-­‐ebusiness-­‐ecommerce-­‐management         This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     4  
  5. 5. Execu=ve  Summary:  Findings  and  Recommenda=ons  This  slide-­‐deck  provides  key  excerpts  and  data  points  from  the  survey.    To  see  how  to  turn  these  survey  findings  into  ac=onable  insights  for  your  Canadian  eBusiness,  download  our  “Findings  and  Recommenda=ons”  report,  a  concise  Execu=ve  Summary.    To  download  your  copy  of  the  report,  go  to:  hFp://bit.ly/YIauzZ     This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     5  
  6. 6. Profiling  the  Canadian  eCommerce  /  eBusiness  Manager   Highlights   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     6  
  7. 7. In-­‐Charge  and  In-­‐Control  Most  Canadian  eBusiness  /  eCommerce  Managers  have  been  empowered  with  broad  responsibili<es,  including  strategic,  opera=onal,  and  financial  aspects  of  their  online  business.  As  expected,  this  scope  increases  with  the  size  of  the  company,  with  over  71%  of  eBusiness  Managers  from  large  companies  claiming  P&L  responsibility  for  their  eBusiness.  Ques=on:  In  our  company,  the  role  of  eBusiness  Manager  involves  the  following  responsibili=es:  (Choose  all  that  apply)    Ques=on:  Q1   This  work  is  licensed  under  a  Crea=ve  Commons   7  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  8. 8. In-­‐Charge  and  In-­‐Control  (cont’d)    Edited  excerpts  from  1:1  Interviews:    •  “Although  I  have  full  control  of  my  eCommerce  group,  I’m  quite   constrained  by  corporate  strategy.  The  tradi=onal  “bricks”  part  of  the   business  s=ll  determines  the  overall  business  strategy.  They  set  my   budgets.”    •  “The  challenge  I  have  is  gepng  them  (corporate  management)  to  buy  into   the  online  opportuni=es.  Make  the  needed  investments.  Unfortunately   we’re  typically  Canadian.  We  don’t  like  risk.”  •  “I  would  like  to  be  able  to  find  beFer  ways  to  pitch  the  benefits  of   eBusiness  to  upper  management.”          Ques=on:  Q1   This  work  is  licensed  under  a  Crea=ve  Commons   8  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  9. 9. Skilled  across  func=onal  areas  Most  Canadian  eBusiness  /  eCommerce  Managers  claim  a  broad  range  of  skills,  including  strategic,  marke=ng  &  sales,  technology,  and  opera=onal  aspects  of  their  online  business.  As  expected,  this  range  of  skills  increases  with  the  size  of  the  company,  with  100%  of  eBusiness  Mgrs.  from  large  companies  claiming  that  their  posi=on  requires  skillset  in  Strategic  Visioning  and  Planning.    Ques=on:  The  most  important  skillsets  for  the  eBusiness  Manager  role  in  our  company  are:  (Choose  all  that  apply)  Ques=on:  Q6   This  work  is  licensed  under  a  Crea=ve  Commons   9  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  10. 10. Educated  and  Skilled  (cont’d)    Edited  excerpts  from  1:1  Interviews:    •  “I  was  hired  in  large  part  for  my  ability  to  set  eBusiness  strategies.   Strategies  to  help  us  beFer  succeed  online.  My  biggest  challenge  is  not   developing  the  strategies,  but  to  actually  sell  those  strategies  to  the   execu=ve  team.  And  it  seems  that  the  only  way  to  do  that  is  by  clearly   demonstra<ng  ROI.”    •  “Running  an  eBusiness  requires  broad  skills.  Having  an  MBA  definitely   helps”    Addi=onal  Insight:    •  32%  of  the  surveyed  eBusiness  Managers  at  large  companies  (over  500   employees)  have  an  MBA      Ques=on:  Q6   This  work  is  licensed  under  a  Crea=ve  Commons   10  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  11. 11. Trained  On-­‐the-­‐Job  Less  than  37%  of  Canadian  eBusiness  /  eCommerce  Managers  have  received  formal  educa=on  in  eBusiness.  In  contrast,  77%  have  amassed  their  eBusiness  skills  through  on-­‐the-­‐job  training.  Ques=on:  I  possess  the  following  educa=onal  qualifica=ons  for  the  eBusiness  manager  role:  (Choose  all  that  apply)    Ques=on:  Q8   This  work  is  licensed  under  a  Crea=ve  Commons   11  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  12. 12. Trained  On-­‐the-­‐Job  (cont’d)    Edited  excerpts  from  1:1  Interviews:    •  “Most  of  us  backed  into  this  job.  We  come  from  a  variety  of  backgrounds.   We  had  to  learn  on  the  job.  There  was  no  other  op=on  available.”    •  “Learning  the  job  on-­‐the-­‐go  is  not  always  the  most  efficient.  It’s  difficult  to   get  exposed  to  best-­‐prac=ces.”  •  “eBusiness  coverage  was  quite  limited  in  my  MBA.  “Online”  is  a  different   world,  and  I  don’t  believe  that  execu<ve  educa<on  is  keeping  pace.”    Addi=onal  Insight  from  an  Execu=ve  Search  Consultant:    •  “It’s  tough  to  find  top-­‐=er  eCommerce  Execu=ves  in  Canada.  There  is  a   rela=vely  small  talent  pool  in  Canada  with  deep  experience.”      Ques=on:  Q8   This  work  is  licensed  under  a  Crea=ve  Commons   12  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  13. 13. Confident  or  Over-­‐confident?  74%  of  Canadian  eBusiness  /  eCommerce  Managers  (85%  of  eBMs  in  large  organiza=ons)  believe  they  have  the  qualifica=on,  skills,  and  experience  to  handle  all  current  and  near  future  challenges  in  their  role  as  eBusiness  /  eCommerce  Managers.  This  despite  a  rapidly  changing  eBusiness  environment  and  growing  global  compe==on.    Are  Canadian  eBusiness  Managers  too  confident?  Does  this  s=fle  new  thinking  and  new  ideas?  Ques=on:  For  my  posi=on  as  eBusiness  Manager:  (Pick  the  one  best  answer)  Ques=on:  Q9   This  work  is  licensed  under  a  Crea=ve  Commons   13  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  14. 14. Confident  or  Over-­‐confident?  (cont’d)    Edited  excerpts  from  1:1  Interviews:    •  “How  can  you  be  totally  confident  that  you  have  all  the  skills  and  exper=se   if  you  don’t  know  what’s  around  the  corner?  I  don’t  know  of  another   business  where  technology,  business  models,  customer  expecta=ons   change  so  rapidly!”  •  “I  keep  thinking  of  that  quote  from  Andy  Grove  of  Intel:  “Only  the  paranoid   survive!””          Ques=on:  Q9   This  work  is  licensed  under  a  Crea=ve  Commons   14  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  15. 15. Benchmarking  Compensa=on  Over  61%  of  eBMs  in  Large  Companies  receive  less  than  $150K  a  year  in  total  compensa=on.  Only  26%  earn  more  than  $200K.  Ques=on:  My  compensa=on  last  year,  inclusive  of  bonuses,  was:  (Choose  the  one  best  answer)  Ques=on:  Q5   This  work  is  licensed  under  a  Crea=ve  Commons   15  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  16. 16. Benchmarking  Compensa=on  with  the  US  (cont’d)    Addi=onal  Salary  Range  Insight:    Salary  Range4  for  eCommerce/  eBusiness  Manager  –  Canada       $38K   $110K     $76K    Salary  Range4  for  eCommerce/  eBusiness  Manager  -­‐  US       $52K  US   $177K  US       $97K  US    Addi=onal  Insight  from  an  Execu=ve  Search  Consultant:  •  “When  comparing  eBusiness  Manager  salaries,  so  much  depends  on  job  scope,  size  of   company,  and  the  size  of  the  online  opportunity.  However,  all  else  being  equal,  from  my   perspec=ve  Canadian  eBusiness  Managers  are  equitably  compensated  in  comparison  with   their  US  counterparts”    4  Based  on  March  2013  data  from  various  sources,  including  salary.com,  payscale.com,  glassdoor.com,  and  indeed.com.  Range  based  on  recent  open  job  lis:ngs,  which  may  not  be  a  sta:s:cally  representa:ve  sample  of  the  actual  industry  salary  range.  Ques=on:  Q5   This  work  is  licensed  under  a  Crea=ve  Commons   16  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  17. 17. Profiling  Canadian  eCommerce  /   eBusiness  Teams   Highlights   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     17  
  18. 18. Plen=ful  Supply  of  eBusiness/  eCommerce  Skills  Internal  development  (75%)  and  direct  hiring  (67%)  are  the  most  common  techniques  to  bring  the  required  eBusiness  skills  onboard.      Surprisingly  only  16%  of  Canadian  eBusiness  /  eCommerce  Managers  (15%  of  eBMs  in  large  organiza=ons)  are  frequently  unable  to  source  the  eBusiness  /  eCommerce  skills  and  experience  they  need.  This  is  in  stark  contrast  to  US/UK  findings,  and  raises  the  ques=on:  “Are  most  Canadian  eBusinesses  really  hiring  top  eBusiness  talent”?  Ques=on:  To  acquire  the  skills  I  need  on  my  team  I:  (Choose  all  that  apply)  Ques=on:  Q12   This  work  is  licensed  under  a  Crea=ve  Commons   18  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  19. 19. Plen=ful  Supply  of  eBusiness/  eCommerce  Skills  (cont’d)    In  contrast,  2011  eConsultancy  research5  (with  primary  focus  on  US  and  UK)  reported  a  digital  talent  skills  shortage:     “Par=cipants  in  the  survey  specified  that  the  challenge  of  finding  staff  with   suitable  digital  skills  was  a  poten<al  barrier  to  progress,  and  further  iden=fied   specific  skill  areas  that  are  perceived  to  be  the  most  difficult  to  recruit  for.  Web   analy=cs  and  data  was  at  the  top  of  the  list,  followed  by  social  media,  content   marke=ng,  SEO,  website  design  and  build,  and  mobile.  It  is  clear  that  there  is   already  a  poten=al  skills  shortage  in  these  areas.”        5  Digital  Marke:ng:  Organiza:onal  Structures  and  Resourcing  –  Best  Prac:ces  Guide.  eConsultancy.  Dec  2011    Ques=on:  Q12   This  work  is  licensed  under  a  Crea=ve  Commons   19  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  20. 20. Plen=ful  Supply  of  eBusiness/  eCommerce  Skills  (cont’d)    Edited  excerpts  from  1:1  Interviews  re:  on-­‐the-­‐job  training:    •  “On-­‐the-­‐job  training  is  inefficient.  We  struggle  to  keep  everyone  up  to   speed.  Suppliers  help.  Professional  development  courses  help.  But  it’s   piecemeal.”  •  “As  eCommerce  head,  I’m  a  liFle  lost  when  it  comes  to  judging  highly   specialized  eCommerce  talent.  I  don’t  understand  the  intricacies  of  SEO,  of   web  analy=cs.  And  if  I’m  lost,  my  HR  department  is  even  more  lost!”  •  “eBusiness  is  a  team  sport.  My  challenge  is  not  only  how  to  best  develop   individual  skills,  but  how  to  develop  them  as  a  high-­‐performance  team.”          Ques=on:  Q12   This  work  is  licensed  under  a  Crea=ve  Commons   20  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  21. 21. Low  skill  Turnover  Only  31%  of  eBusiness  Managers  are  loosing  their  key  employees  to  compe==on.  Most  are  able  to  successful  retain  their  top  talent  without  special  incen=ves.  Ques=on:  As  manager  of  an  eBusiness  team,  I  am:  (Choose  all  that  apply)  Ques=on:  Q14   This  work  is  licensed  under  a  Crea=ve  Commons   21  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  22. 22. Canadian  eCommerce  /  eBusiness   Priori<es   Highlights   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     22  
  23. 23. Canadian  eBusiness  /  eCommerce  Priori=es  In  Canada,  Analy=cs,  Social  Media,  Customer  Experience  Management,  and  SEO  are  the  top  eBusiness  thrusts  to  grow  the  business.  Ques=on:  The  most  important  techniques  that  we  will  use  to  grow  our  online  business  will  be:  (Choose  all  that  apply)    Ques=on:  Q15   This  work  is  licensed  under  a  Crea=ve  Commons   23  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  24. 24. Canadian  eBusiness  /  eCommerce  Priori=es  Edited  excerpts  from  1:1  Interviews:    •  On  Analy<cs:  “Managing  your  eBusiness  ‘by  the  numbers’,  that’s  the  new   name  of  the  game.  The  beFer  your  web/customer/  opera=onal  data,  the   beFer  your  business  decisions”.    •  On  Customer  Analy<cs:  “Big  Data  and  Customer  Analy=cs  are  the  new   buzz.  But  most  of  it  is  coming  from  the  suppliers  of  data  solu=ons.  It’s   difficult  to  know  where  to  start.”  •  On  Customer  Experience  Management:  “This  is  becoming  cri=cal  as  we   beFer  integrate  online  with  offline.  It’s  important  to  map  the  en=re   customer  experience  throughout  the  customer  lifecycle”.  •  On  Social  Media:  “The  challenge  in  Social  Media  is  s=ll  finding  ROI  that  the   execu=ve  team  will  accept”        Ques=on:  Q15   This  work  is  licensed  under  a  Crea=ve  Commons   24  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  25. 25. Canadian  eCommerce  /  eBusiness   Challenges   Highlights   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     25  
  26. 26. Challenge:  Limited  Exposure  to  Global  Compe==on  The  majority  of  eBusinesses  58%  are  not  exposed  to  interna=onal  market  condi=ons.  This  is  even  more  pronounced  in  large  companies,  with  67%  of  large  eBusiness  repor=ng  a  geographic  focus  limited  to  Canada.      Are  Canadian  eBusinesses  too  insulated  from  global  compe==ve  forces?  Ques=on:  As  eBusiness  Manager,  the  geographic  scope  of  my  responsibili=es  includes:  (Choose  the  one  best  answer)    Ques=on:  Q2   This  work  is  licensed  under  a  Crea=ve  Commons   26  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  27. 27. Challenge:  Limited  Exposure  to  Global  Compe==on  Edited  excerpts  from  comments/  1:1  Interviews:    •  “eBusiness  in  Canada  is  behind  the  curve.  I  generally  use  the  US  eBusiness   industry  to  shape  projects”.    •  “It’s  not  about  bea=ng  US  compe==on.  It’s  s=ll  about  outperforming  your   Canadian  compe=tor.”  •  “The  incen=ve  to  take  risk  isn’t  there.  So  why  take  risk?”  Addi=onal  Insight  from  an  Online  Strategy  Consultant:    •  “Canada’s  sleepy.  There’s  a  small  group  of  hi-­‐level  eCommerce  execu=ves.   They  all  move  to  the  same  tune.  They  need  to  break  out.”    Ques=on:  Q2   This  work  is  licensed  under  a  Crea=ve  Commons   27  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  28. 28. Challenge:  Online  /  Offline  Integra=on  The  majority  (53%)  of  eBusinesses  within  bricks  &  clicks  opera=ons  are  either  not-­‐at-­‐all  or  only  “loosely  integrated”  with  their  offline  businesses.  This  rela=vely  poor  integra=on  is  even  more  dominant  in  large  business,  with  a  full  65%  indica=ng  that  online  and  offline  components  do  not  share  organiza=ons  or  goals.    Ques=on:  In  our  company:  (Choose  the  one  best  answer)  Ques=on:  Q3   This  work  is  licensed  under  a  Crea=ve  Commons   28  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  29. 29. Challenge:  Online  /  Offline  Integra=on  Edited  excerpts  from  1:1  Interviews:    •  “The  offline  part  of  the  business  s=ll  drives  the  company.  That’s  where  the   big  investment  is.  Online  is  more  of  a  “have  to”  rather  than  a  “want  to””.    •  “Integra=on  is  tough.  For  a  bricks  &  clicks  business,  there  are  a  lot  of   legacy  technology  and  processes  on  the  offline  side.”  •  “Offline  and  online  is  so  blurry.  Showrooming.  ROPO  (research  online,   purchase  offline).  Mobile.    The  dis=nc=on  from  the  customer’s  perspec=ve   gets  blurred.”    Addi=onal  Insight  from  an  Online  Strategy  Consultant:    •  “As  long  as  online  and  offline  are  not  well  integrated,  can  an  eBusiness   really  offer  breakthrough  value  for  customers?”    Ques=on:  Q3   This  work  is  licensed  under  a  Crea=ve  Commons   29  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  30. 30. Challenge:  Business  Model  Innova=on  Most  Canadian  eBusinesses  (56%  of  large  eBusinesses,  and  62%  of  all  eBusinesses  surveyed)  do  not  have  a  formal  innova=on  program  or  process.  This  is  stunning  since  eBusiness  and  eCommerce  are  rapidly  evolving  markets  with  a  constant  influx  of  discon=nuous  and  revolu=onary  innova=on.    How  are  Canadian  eBusinesses  expected  to  compete  and  lead  globally  with  such  a  staid  approach  to  business  model  innova=on?  Ques=on:  Our  approach  to  eBusiness  innova=on  is  that:  (Choose  the  one  best  answer)  Ques=on:  Q17   This  work  is  licensed  under  a  Crea=ve  Commons   30  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  31. 31. Challenge:  Business  Model  Innova=on  Edited  excerpts  from  1:1  Interviews:    •  “Everybody  wants  to  be  innova=ve.  Who  doesn’t?  But  do  we  have  a   process  for  producing  innova=on?  No!”    •  “Innova=on  only  happens  when  you  have  an  execu=ve  who  supports   innova=on”    •  “Here  (in  Canada),  the  preferred  approach  is  to  let  someone  else  be  the   pioneer.  Sit  back,  and  when  the  idea  is  proven,  and  the  market  demands   it,  then  add  it  to  your  offering.  Simply  put,  we  don’t  like  risk”            Ques=on:  Q17   This  work  is  licensed  under  a  Crea=ve  Commons   31  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  32. 32. Challenge:  Moving  beyond  Price  &  Delivery  The  rela=vely  high  cost  of  shipping  in  Canada  is  a  strong,  recurring  theme  in  this  survey,  as  highlighted  by  this  ques=on  and  many  direct  comments  from  par=cipants.  Granted,  shipping  costs  are  higher  in  Canada.  But  a  focus  on  price  &  delivery  is  not  a  sustainable  strategy  for  Canadian  eBusinesses  that  do  not  have  the  “scale”  advantages  of  their  larger  US-­‐based  and  global  compe=tors.  Ques=on:  Our  greatest  challenges  associated  with  the  online  business  environment  in  Canada  are:  (Choose  all  that  apply)  Ques=on:  Q22   This  work  is  licensed  under  a  Crea=ve  Commons   32  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  33. 33. Challenge:  Moving  beyond  Price  &  Delivery  Edited  excerpts  from  1:1  Interviews:    •  “Let’s  face  it.  Online  shoppers  are  looking  for  price  &  delivery.  That’s  it.   End  of  story!”  •  “High  shipping  costs  are  our  biggest  challenge.  How  are  we  specifically   going  to  address  the  costs  to  ship  in  Canada?  How  we  can  get  it  more   inline  with  the  US?”    •  “Everyone  in  Canada  complains  about  shipping  costs.  At  our  company  we   try  to  make  them  transparent  for  customers.  And  we  focus  on  building   overall  value  for  the  total  price  the  customer  pays.”  •  “Whining  about  shipping  costs  is  an  excuse.  If  that  is  what  your  customers   complain  about,  what  they  are  really  saying  is  that  they  perceive  your   product  to  be  a  commodity.”    Ques=on:  Q22   This  work  is  licensed  under  a  Crea=ve  Commons   33  Base:  2012/13  n=  69   AFribu=on-­‐ShareAlike  2.5  Canada  License    
  34. 34. Get  your  Execu=ve  Summary:  Findings  and  Recommenda=ons  This  Execu=ve  Summary  references  and  builds  on  the  survey  results,  by  providing  addi=onal  insight  and  recommenda=ons  based  on  ePath’s  15+  years  experience  in  the  Canadian  eBusiness/  eCommerce  space  as  both  consultants  and  educators.    The  Execu=ve  Summary  groups  insights  from  the  survey  into  four  broad  ac<onable  opportuni<es:   1.  Crea=ng  the  Management  Condi=ons  for  eBusiness   Success   2.  Innova=ng  beyond  “Price  and  Delivery”   3.  Accelera=ng  the  implementa=on  of  CEM  and  Data   Analy=cs  Ini=a=ves   4.  Building  High  Performance  eBusiness  Teams    To  download  your  copy  of  the  report,  go  to:  hFp://bit.ly/YIauzZ     This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     34  
  35. 35. A  BIG  thank  you  to  the  eBusiness  and  eCommerce  Managers  across  Canada  who   took  =me  out  of  their  very  busy  schedule  to  provide  us  with  their  insights.     We  all  share  the  same  goal:  to  help  Canada  beFer  compete  in  an  increasingly   compe==ve  global  online  environment.   Thank  You!   www.ePathConsul=ng.com   epath@epathconsul=ng.com   This  work  is  licensed  under  a  Crea=ve  Commons   AFribu=on-­‐ShareAlike  2.5  Canada  License     35  

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